Coaching skills

The programme is designed to help managers understand the reasonable demands that a coaching culture makes of them and to develop the right coaching skills required to meet those demands.


By the end of the coaching skills programme, delegates will:

  • understand and be able to explain the differences between and uses of coaching, mentoring and counselling
  • understand and be able to explain the function of coaching in a performance management culture and where coaching fits into a manager’s activities
  • have and be able to use a model for diagnosing performance problems and analysing where coaching effort could be applied to best effect
  • be able to identify a wide range of coaching opportunities and structure coaching sessions so that time is used to best effect
  • be able to create a positive coaching environment and use a variety of coaching styles appropriate to different people, tasks and situations
  • be skilled in helping their people generate solutions, motivating implementation and reviewing performance
  • have used Behaviour Analysis (see opposite) to benchmark their existing coaching style and had repeated opportunities to practise Huthwaite's researched Coaching Skill Models and receive objective feedback from tutors

Target audience

Quite simply, anyone in the organisation who is responsible for helping to develop the performance of others. This naturally includes all people-managers, but the possible audience for this programme could also include senior, very experienced members of staff or technical specialists or trainers who are frequently required to share their knowledge in a one-to-one coaching role.

Programme content

  • Coaching, mentoring and counselling – different functions, skills and outcomes.
  • Coaching in a performance-management culture – cascading objectives, coaching and reviewing for continuous improvement.
  • Understanding the manager as a 'scarce resource' – tools for prioritising coaching and evaluating payoff.
  • Diagnosing performance problems – getting to the causes behind the symptoms – knowledge, skills, attitude, external blocks.
  • Identifying coaching opportunities in your work environment and structuring coaching sessions for the available time.
  • Behaviour Analysis as a tool for modelling and measuring skill – Huthwaite's research into coaching skills – matching the style to the situation by varying the behaviours.
  • Persuasion styles – skills for dealing with 'resistant' learners – skills for developing, agreeing, reviewing mutually agreed solutions.
  • Case study – generic or customised – giving benchmarking and practise opportunity in a variety of coaching situations.

Faculty and group size

The coaching skills programme is delivered by two Huthwaite consultants. Training group size is limited to twelve, giving a maximum faculty: trainee ratio of 1:6.

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